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Having a diverse and inclusive workplace is important for the success of the business. A look at the benefits of diversity in the workplace.

Having a diverse and inclusive workplace is important for the success of the business. A look at the benefits of diversity in the workplace. | SUCCESS

If You Think You’re Unbiased, You’re Wrong

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This is Why Diversity in the Workplace Is Important | SUCCESS

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Chris Raymond is a contributing editor for SUCCESS magazine.

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Chris Raymond

Uber’s leader paves the way for his company’s success through vision and tenacity.

Uber’s leader paves the way for his company’s success through vision and tenacity. | SUCCESS

Travis Kalanick: ‘You Can Either Do What They Say or You Can Fight for What You Believe’

Travis Kalanick: ‘You Can Either Do What They Say or You Can Fight for What You Believe’ | SUCCESS

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This New Jersey public school churns out one success story after another.

This New Jersey public school churns out one success story after another. | SUCCESS

Fast Times at Billionaire High

Fast Times at Billionaire High | SUCCESS

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[node:summary] - How the founders of Airbnb, Uber and Theranos smashed the status quo and disrupted their industries

Travis Kalanick calls himself a freedom fighter. He roams the world in search of evil and works tirelessly to vanquish his foes. Strong-willed and | SUCCESS

They’re Moving Fast and Breaking Things

They’re Moving Fast and Breaking Things | SUCCESS

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Arianna Huffington Leads the Charge for Well-Being in the Workplace

To understand Arianna, you must first understand Elli. Born to a family that escaped to Greece from Russia during the revolution of 1917, Elli met her

To understand Arianna, you must first understand Elli. Born to a family that escaped to Greece from Russia during the revolution of 1917, Elli met her | SUCCESS

Workplace Well-being Advocate: Arianna Huffington's Leadership

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He was in New York City laying the groundwork for an IPO when he got the call. His wife, Felicia&mdash;the mother of his three children&mdash;had recently undergone surgery for a hernia. And now his father-in-law was on the phone telling him that she had an allergic reaction to her medication.&ldquo;She stopped breathing,&rdquo; he said.&ldquo;What?&rdquo;At any other time Ben Horowitz would have stopped what he was doing and rushed home to California. But these were extraordinary circumstances. Horowitz was the CEO of Loudcloud, a computing services provider that was fighting for its life. He had only enough cash to remain in business for three more weeks.Felicia was stable. Loudcloud was in critical condition. If he couldn&rsquo;t <a href="https://successcom.wpenginepowered.com/article/theres-got-to-be-a-better-way" target="_blank" title="What Not to Do When Pitching Daymond John | SUCCESS.com" rel="noopener noreferrer">convince investors</a> to give him money, Horowitz would soon be out of a job. And so he got his wife on the phone and explained the situation. &ldquo;I&rsquo;ll come home if I need to,&rdquo; he said. &ldquo;But I just want to be clear&mdash;it will be the end of the company.&rdquo;&ldquo;No,&rdquo; she replied. &ldquo;Stay and finish the road show.&rdquo;Even now, 13 years later, Horowitz marvels at the exchange. &ldquo;Any normal person would say, &lsquo;If your wife&rsquo;s in the hospital, you go home,&rsquo; right?&rdquo; he says. &ldquo;You don&rsquo;t stay on the road for another 2&frac12; weeks. But that&rsquo;s what happened.&rdquo;Felicia survived. And so did Loudcloud. (Its ensuing IPO raised $162.5 million.) But Horowitz&rsquo;s ordeal was far from over. As the tech industry continued to struggle with the fallout from the dot-com crash of 2000, Loudcloud&rsquo;s customers were going bankrupt in droves. There was no private money to be had. In what he calls the best decision of his life, Horowitz opted to sell the company&rsquo;s profit center&mdash;a nascent cloud service business, complete with customers and staff&mdash;for $63.5 million and start over again as a software company named Opsware. The stock market greeted this news with open hostility, lowering the firm&rsquo;s stock to 35 cents a share.In his book, <a href="https://www.amazon.com/gp/product/0062273205/ref=as_li_tl?ie=UTF8&amp;camp=1789&amp;creative=9325&amp;creativeASIN=0062273205&amp;linkCode=as2&amp;tag=sm0fe-20&amp;linkId=EHRGI5BSSFPD4J3J">The Hard Thing About Hard Things</a>, released earlier this year, Horowitz relives the whole painful saga in gory detail. Instead of painting himself as the conquering hero, a brilliant tactician like <a href="https://successcom.wpenginepowered.com/article/leadership-the-virgin-way" target="_blank" title="Leadership, 'The Virgin Way' | SUCCESS.com" rel="noopener noreferrer">Richard Branson</a> or <a href="https://successcom.wpenginepowered.com/article/tony-hsiehs-next-act" target="_blank" title="Tony Hsieh's Next Act | SUCCESS.com" rel="noopener noreferrer">Tony Hsieh</a>, he shares every pivotal misstep. Today Horowitz is the co-founder&mdash;with Netscape legend Marc Andreessen&mdash;of one of Silicon Valley&rsquo;s hottest venture capital firms. Back then, though, he was just a rookie CEO, feeling his way through the darkness.He recalls an encounter with a journalist who asked him why he didn&rsquo;t just give up and walk away when things got bleak. &ldquo;If I thought I could quit, I would have quit,&rdquo; he says. &ldquo;But I made all the promises. I hired everybody. I raised all the money. Even my mom was an investor. How could I walk away?&rdquo;Remarkable in its candor, Horowitz&rsquo;s book is more than a memoir. The Economist calls it &ldquo;<a href="https://successcom.wpenginepowered.com/article/11-leadership-classics-to-read-now" target="_blank" title="11 Leadership Classics to Read Now | SUCCESS.com" rel="noopener noreferrer">a leadership classic</a>.&rdquo; Filled with no-nonsense advice on the hardships of running a company, it&rsquo;s a deliberate attempt to avoid the sugarcoated, formula-for-success books written by his peers. In Horowitz&rsquo;s opinion, those have a very short shelf life&mdash;especially for a young CEO. &ldquo;After two weeks on the job, I had already screwed up my company,&rdquo; he says. &ldquo;Where was the book for what to do next? It didn&rsquo;t exist.&rdquo;In the end, Horowitz steered Opsware through a whole new set of hazards, selling the company to Hewlett-Packard five years later for $1.65 billion. His brave decision to change course paid off big.It&rsquo;s in those moments of crisis, when you feel like hiding or dying, that CEOs define themselves, Horowitz says. Leadership isn&rsquo;t about doing what everyone thinks is a good idea, he explains; it&rsquo;s about standing tall when they all disagree with you. That takes courage. And that&rsquo;s what distinguishes a great CEO from the rest&mdash;the confidence to make the bold choice regardless of the consequences.***He doesn&rsquo;t look like a tech titan, even by the loose standards of Silicon Valley. When he steps onto the stage at South by Southwest Interactive with a goofy smile, his balding, egg-shaped head floating above a baggy gray sweater, he reminds you of a bookish cousin, the one who always seemed out of place in public. But the longer he talks, the more you warm to his wisdom, the shrewd tips, soft-spoken humor and sly pop-culture references that dot his comments. When he speaks of the importance of communication, about how to promote a sales manager without offending her colleagues, or how to fire a friend or lay off one-third of the staff, it comes from a deep understanding of human nature. You can&rsquo;t help but see why Bill Campbell&mdash;famed mentor to <a href="https://successcom.wpenginepowered.com/article/2013-success-achiever-of-the-year-jeff-bezos" target="_blank" title="2013 SUCCESS Achiever of the Year: Jeff Bezos | SUCCESS.com" rel="noopener noreferrer">Jeff Bezos</a>, Steve Jobs and Larry Page&mdash;calls Horowitz one of the sharpest business leaders he knows.Born in London in 1966, Horowitz was raised in California, as he often jokes, among the counterculture crowd of the &ldquo;People&rsquo;s Republic of Berkeley.&rdquo; His mother, Elissa, was a nurse, his father, David, one of the New Left&rsquo;s leading lights, an influential author and co-editor of Ramparts magazine. (David&rsquo;s parents were New York City schoolteachers who embraced the communism of Joseph Stalin, although they eventually broke with the party.)While his peers were watching Happy Days and The Six Million Dollar Man, young Ben was chatting up Black Panthers and screening Alex Haley&rsquo;s <a href="https://www.amazon.com/gp/product/B005CGI4O6/ref=as_li_tl?ie=UTF8&amp;camp=1789&amp;creative=9325&amp;creativeASIN=B005CGI4O6&amp;linkCode=as2&amp;tag=sm0fe-20&amp;linkId=ID3HO5ZAJUEQPW2Z">Roots</a>. (His favorite sitcom was Good Times.) In 1985, Ben&rsquo;s freshman year at Columbia University, his father suddenly shifted allegiances, renouncing his liberal ties and rallying behind <a href="https://successcom.wpenginepowered.com/article/profiles-in-greatness-the-great-communicator" target="_blank" title="Profiles in Greatness: The Great Communicator | SUCCESS.com" rel="noopener noreferrer">Ronald Reagan</a>.Needless to say, Ben developed a very broad worldview. Under the selfless guidance of his mother, he learned to embrace athletes and honor-roll students, entrepreneurs and renegades, rappers and programmers. Painfully shy (to this day he has trouble making eye contact with people he doesn&rsquo;t know), Horowitz seems to have a sixth sense for what motivates people. He dissects problems like a systems analyst, studying the results of exit interviews for answers to retention issues, for example, or plotting the pros and cons of training programs. But he thinks like a philosopher, too.If there&rsquo;s one story that illustrates Horowitz&rsquo;s <a href="https://successcom.wpenginepowered.com/article/the-secret-to-great-leadership" target="_blank" title="The Secret to Great Leadership | SUCCESS.com" rel="noopener noreferrer">genius for leadership</a>, it&rsquo;s the tale of how he came to buy a company called Tangram Enterprise Solutions.In 2003, just a few quarters into his stewardship of Opsware, the CEO learned that EDS, the tech company that had purchased Loudcloud and later agreed to license Opsware&rsquo;s software, was dissatisfied with the product&mdash;dissatisfied enough to want out of the deal.Horowitz quickly sent two of his lieutenants to EDS&rsquo;s Texas headquarters with instructions to rescue the partnership, which amounted to 90 percent of Opsware&rsquo;s revenue. The first emissary was instructed to iron out the bugs in the relationship. The second was told to find an unexpected value Opsware could use to sweeten its offer.The two men learned that Opsware&rsquo;s fate rested in the hands of a disgruntled IT executive who was about to lose his favorite inventory program because the purchasing department of EDS wanted a free alternative. His program was produced by Tangram. So Horowitz bought Tangram for $10 million and folded its inventory program into Opsware&rsquo;s software free of charge. When the IT exec saw how committed Horowitz&rsquo;s team was to repairing the relationship, he was duly impressed and gave the firm time to resolve its other issues.In Chapter 4 of <a href="https://www.amazon.com/gp/product/0062273205/ref=as_li_tl?ie=UTF8&amp;camp=1789&amp;creative=9325&amp;creativeASIN=0062273205&amp;linkCode=as2&amp;tag=sm0fe-20&amp;linkId=EHRGI5BSSFPD4J3J">The Hard Thing About Hard Things</a>, Horowitz writes: &ldquo;I don&rsquo;t believe in statistics. I believe in calculus.&rdquo; It&rsquo;s his favorite line in the book. That&rsquo;s what kept him going in his darkest days as a CEO&mdash;the idea that, despite the bleak odds, he was sure there was a way to succeed. He just had to find it.That credo convinced him to sell the Loudcloud part of the business. To build a brand-new company around the Opsware software. To reinvent the whole mission, all while keeping his employees focused on their jobs. &ldquo;Management by its nature is dynamic and emotional and situational,&rdquo; Horowitz says. &ldquo;Other business books are written as if it&rsquo;s logical and static, like you&rsquo;re building widgets.&rdquo;And that&rsquo;s not very useful.***On the walls of his office on Sand Hill Road&mdash;the venture capital equivalent of the Vegas Strip&mdash;in Menlo Park, Calif., he has a series of small vintage boxing photos encased in black frames. They include snapshots of the sport&rsquo;s greats, such as James &ldquo;Cinderella Man&rdquo; Braddock, Sugar Ray Robinson and <a href="https://successcom.wpenginepowered.com/article/from-the-archives-muhammad-ali" target="_blank" title="From the Archives: Muhammad Ali | SUCCESS.com" rel="noopener noreferrer">Muhammad Ali</a>.&ldquo;In a [street] fight, you have this rush of adrenaline, and then the fight&rsquo;s over,&rdquo; Horowitz explains. &ldquo;In a boxing match, you may have some adrenaline, but then you have to sit on a stool for a minute and feel the pain from all the punches you&rsquo;ve taken. And then you&rsquo;ve got to get up and fight again. It&rsquo;s the ultimate test of courage.&rdquo;In Horowitz&rsquo;s vision, the people who start companies are the ones with the vision and the passion to lead them, and the resilience to accept the misery and keep throwing punches. Consider the founders of HP, Microsoft, Facebook or Google. It seems such an obvious mistake now, but for years venture capital firms thought it was smarter to replace a <a href="https://successcom.wpenginepowered.com/article/steve-jobs-master-of-innovation" target="_blank" title="Steve Jobs: Master of Innovation | SUCCESS.com" rel="noopener noreferrer">Steve Jobs</a> with a seasoned CEO type like John Sculley.When Horowitz launched his own venture capital firm with Andreessen in 2009, he was determined to help young founders master the CEO role. To achieve that goal, he and Andreessen borrowed a model used in the 1980s by Michael Ovitz to turn Creative Artists Agency into a full-service Hollywood juggernaut. Like CAA, Andreessen Horowitz employs dozens of &ldquo;partners&rdquo; assigned to help tech founders find their way. Much like at an incubator, they offer them connections to clients and mentors and provide them with marketing, recruiting and business advice. One of the primary rules at the firm is that you never keep a founder waiting. If a partner is late to a meeting, he&rsquo;s fined $10 for each minute that passes. This reinforces the idea that a CEO&rsquo;s time is precious.In the five years since its launch, Andreessen Horowitz has backed some amazing talent, investing in Facebook, Twitter, Pinterest, Airbnb, Foursquare, Groupon, Zynga, Instagram and Skype. During that stretch, the company&rsquo;s investment fund has increased from $300 million to $4 billion.For Horowitz, the best part of the new job is that he gets to speak his mind. He remembers all too well how isolated he felt as CEO, how hard it was to turn to peers for support. &ldquo;I&rsquo;d run into other CEOs and say, &lsquo;How&rsquo;s it going?&rsquo; And they&rsquo;d be like, &lsquo;Oh, fantastic!&rsquo; None of them were telling the truth,&rdquo; he says. &ldquo;Their businesses were just as screwed up as mine.&rdquo;He&rsquo;s happy to have those days behind him. &ldquo;Being able to say what I think has been just an incredible release,&rdquo; Horowitz concedes. &ldquo;As CEO, it&rsquo;s just not feasible&mdash;especially if you&rsquo;re the CEO of a public company.&rdquo;So he shares the gritty details of his life in the hope that they will help others find their way through &ldquo;the struggle.&rdquo; Horowitz concedes that he once signed a 10-year rental agreement without giving it enough thought. He admits that it&rsquo;s virtually impossible to anticipate even half the setbacks that befall a company. He kicks himself for having to lay people off. And along the way his blog posts at <a href="https://www.bhorowitz.com/" target="_blank" title="Ben's Blog | bhorowitz.com" rel="noopener noreferrer">BHorowitz.com</a> have attracted nearly 10 million readers.He opens nearly every post with a rap lyric, which may seem odd at first, but he truly believes that hip-hop is the music of entrepreneurship. &ldquo;Rock &rsquo;n&rsquo; roll and folk music are about railing against the man,&rdquo; he says. &ldquo;Rap music is about being the man.&rdquo; It&rsquo;s about pride, ambition and hustle. Working without a label. Selling CDs on the street. Doing whatever it takes to leave your mark on the world. And Horowitz, who first heard the music as a football player at Berkeley High, clearly identifies with that. Other people quote Greek philosophers, his partner Andreessen says. Ben quotes freestyle artists and MCs.The experience of watching <a href="https://www.amazon.com/gp/product/B005CGI4O6/ref=as_li_tl?ie=UTF8&amp;camp=1789&amp;creative=390957&amp;creativeASIN=B005CGI4O6&amp;linkCode=as2&amp;tag=sm0fe-20&amp;linkId=37675QXYOSSQSZFV">Roots</a> has stuck with him, too. He will never forget the shock he felt the first time he witnessed the horrors of slavery. It sparked a lifelong aversion to prejudice, so the proceeds from his book will go to the American Jewish World Service to help women in developing countries achieve equality. That, he argues, is where the <a href="https://www.amazon.com/gp/product/B005CGI4O6/ref=as_li_tl?ie=UTF8&amp;camp=1789&amp;creative=390957&amp;creativeASIN=B005CGI4O6&amp;linkCode=as2&amp;tag=sm0fe-20&amp;linkId=37675QXYOSSQSZFV">Roots</a> saga plays out these days.&ldquo;I always felt&mdash;if that ever happened in my lifetime&mdash;I&rsquo;d want to be one of the abolitionists,&rdquo; he says. &ldquo;I&rsquo;d want to be one of the very few people who stood up.&rdquo; Because that&rsquo;s what great leaders do.<a href="https://successcom.wpenginepowered.com/article/2-techniques-to-minimize-company-politics" target="_self" title="2 Techniques to Minimize Company Politics | SUCCESS.com" rel="noopener noreferrer">Check out Ben Horowitz&rsquo;s 2 techniques for squashing the drama that comes with company politics.</a>

He was in New York City laying the groundwork for an IPO when he got the call. His wife, Felicia&mdash;the mother of his three children&mdash;had recently

He was in New York City laying the groundwork for an IPO when he got the call. His wife, Felicia&mdash;the mother of his three children&mdash;had recently | SUCCESS

Leadin’ Ain’t Easy… Ben Horowitz Reveals What It Takes

Leadin’ Ain’t Easy… Ben Horowitz Reveals What It Takes | SUCCESS

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On paper, it made no sense&mdash;not for a guy like Tim Cook. An industrial engineer by training, he&rsquo;s notoriously analytical. If given the choice, he&rsquo;d gladly spend whole days sifting through spreadsheets, eyeballing the figures, searching for the trouble spots. Beneath the warm smile and the soft Southern drawl lies the heart of a fierce negotiator.But, like so many others, he was powerless to resist the aura of <a href="https://successcom.wpenginepowered.com/article/steve-jobs-master-of-innovation" target="_blank" title="Steve Jobs: Master of Innovation | SUCCESS.com" rel="noopener noreferrer">Steve Jobs</a>, the vaunted reality-distortion field unleashed by the visionary computer salesman. Despite the leery counsel of his confidants, the lopsided list of pros and cons, the then-37-year-old executive found himself accepting a job at Apple in the troubled days of 1998.&ldquo;I listened to my intuition, not the left side of my brain or, for that matter, even the people who knew me best,&rdquo; he later said. &ldquo;It&rsquo;s hard to know why I listened. I&rsquo;m not even sure I&nbsp;know today. But no more than five minutes into my initial interview with Steve, I wanted to throw caution and logic to the wind and join Apple.&ldquo;People said, &lsquo;You&rsquo;re crazy. You&rsquo;re working for the top PC company in the world. How could you even think of doing this?&rsquo;&rdquo; Cook added. &ldquo;And yet that voice said, Go west, young man. Go west. And sometimes you just have to go for it.&rdquo;By now this story is an integral part of Cook&rsquo;s lore. In the 16 years since, he has distinguished himself as a brilliant operations manager and an esteemed member of Jobs&rsquo; inner circle. As Apple CEO, he has deftly steered the organization through the dark period after Jobs&rsquo; death and exceeded Wall Street expectations nearly every step of the way. Today Apple ranks among the most valuable companies in history. When Cook joined the team as vice president of operations, though, it was teetering on the brink of bankruptcy. Months earlier, at a tech symposium, someone had asked <a href="https://successcom.wpenginepowered.com/article/from-the-archives-michael-dell" target="_blank" title="From the Archives: Michael Dell | SUCCESS.com" rel="noopener noreferrer">Michael Dell</a>, founder of Dell Computers, what he would do to fix the firm. &ldquo;I&rsquo;d shut it down and give the money back to the shareholders,&rdquo; he replied.Against his better judgment, Cook quit his job as vice president of corporate materials for Compaq, the largest computer company on the planet, and joined the group tasked with turning Apple around. He provided the materials and the machinery that Jobs and his design wizard Jony Ive would use to change the world.&ldquo;Tim was essentially in charge of making sure they got the quality they wanted, in the quantities they wanted, in the time they wanted,&rdquo; says former Wall Street Journal reporter Yukari Iwatani Kane. &ldquo;Whatever Steve asked for, Tim made it happen.&rdquo;Cook was every bit as demanding as Jobs. A tireless worker, he scheduled staff phone calls on Sunday nights to get a jump on the week ahead. Team members prepared for his weekly operations meetings as if they were final exams&mdash;and their boss did indeed grill them for hours on end. In Cook&rsquo;s book, failing to anticipate his questions and have the correct answers ready was a cardinal sin.He scrutinized every step in the operations process. After shuttering Apple&rsquo;s last few factories, he assembled a network of contract manufacturers and suppliers across Asia, reducing the company&rsquo;s costly, time-sensitive inventory from 90 days&rsquo; worth of product to what was essentially made-to-order production. According to researchers from Gartner Inc., the entire inventory now turns over once every five days.What&rsquo;s more, Cook accurately predicted the demand for all those music players and cellphones and locked up&mdash;for years on end&mdash;the cutting-edge tech that made them so irresistible. At the height of the iPad craze, his supply lines were nimble enough to churn out 15&nbsp;million tablets or more in a span of nine months.In an unforgiving industry, a field where one small slip-up can wipe out a year&rsquo;s worth of profits, Cook&rsquo;s pipeline remains a model of efficiency. His contribution to Apple&rsquo;s staggering success is beyond dispute. Within a year of his hiring, the company was back in the black. Today it logs more than $170 billion in annual revenue.For Apple&rsquo;s devoted fans, however, efficiency is nothing to brag about. They want magic, the kind Jobs conjured with freakish regularity. Without the creative genius of Apple&rsquo;s legendary founder, they wonder, where will the sparks come from? Who will provide the innovative leadership that led to the iPod, iPhone and iPad?For Cook, who is in many ways the anti-thesis of Jobs&mdash;calm, cool and collected where the hot-tempered, rabble-rousing inventor was not&mdash;that&rsquo;s the big question. Is he prepared to answer it? We&rsquo;ll soon know.&nbsp;He was just a boy, out for a spin on a brand-new 10-speed bicycle, when he saw the flames, smelled the smoke and observed the wooden cross burning on the front lawn of a neighbor&rsquo;s house. The men gathered around it were cloaked in white robes and hoods. &ldquo;Stop!&rdquo; he shouted. A man in the crowd raised his hood, and Tim&mdash;before he sped off&mdash;recognized him as a local church deacon. &ldquo;This image was permanently imprinted in my brain, and it would change my life forever,&rdquo; Cook told an audience at the United Nations, where <a href="https://www.youtube.com/watch?v=dNEafGCf-kw" target="_blank" title="Tim Cook receiving the IQLA Lifetime Achievement Award | YouTube.com" rel="noopener noreferrer">he accepted a lifetime achievement award from Auburn University</a> last December.This is another pillar in the CEO&rsquo;s legend. An intensely private man, he carefully guards the details of his personal life, which is why he created such a stir when he recently revealed in <a href="https://www.businessweek.com/articles/2014-10-30/tim-cook-im-proud-to-be-gay" target="_blank" title="Tim Cook: &quot;I'm Proud to Be Gay&quot; | Businessweek.com" rel="noopener noreferrer">a 10-paragraph statement</a> that he is gay. He almost never speaks to the media. What little information he has shared comes from public speeches, tech conference talks and chats with college students. This much we know: Cook was raised in the football-loving, churchgoing farm town of Robertsdale, Ala., a 23-mile drive from the state&rsquo;s Gulf Coast. He played trombone in the band, worked on the high school yearbook (as the business manager, of course) and graduated second in his class at Robertsdale High. His father, Donald, labored as a foreman in a shipyard. His mother, Geraldine, worked in a pharmacy when she wasn&rsquo;t chasing after the couple&rsquo;s three sons. Tim was the middle boy.In 1978 Cook moved 220 miles north to the campus of Auburn University, where he was discovered four years later by an IBM recruiter. &ldquo;From the day he hit the business world, fresh out of school, he was recognized as a high performer,&rdquo; says Dick Daugherty, who oversaw IBM&rsquo;s Research Triangle Park in North Carolina. Cook was intense, methodical and driven. He once volunteered to work through the holidays to help the division meet its production goals. Despite his youth, he was capable of handling tough tasks. &ldquo;He took a project on, and you could take it to the bank,&rdquo; Daugherty says. &ldquo;He was going to get it done.&rdquo;During his 12 years at the company, Cook mastered the intricacies of operations and worked his way up through the ranks to become the director of fulfillment for North America. In the evenings, he went to school at Duke to earn an MBA. By all accounts, he was well-liked, though something of a loner.&ldquo;He didn&rsquo;t hesitate to speak up on an issue, and he didn&rsquo;t hesitate to let somebody in a higher position know he thought they were wrong,&rdquo; Daugherty says. &ldquo;But he certainly wasn&rsquo;t a beat-your-chest guy.&rdquo;Cook eventually left IBM to work for the computer reseller Intelligent Electronics in Colorado and then, for six months, Compaq in Houston. At each stop he went about his business without revealing many details about his personal life other than his ardent love for Auburn football. Kane looked into his life story for her book <a href="https://www.amazon.com/gp/product/0062128256/ref=as_li_tl?ie=UTF8&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0062128256&amp;linkCode=as2&amp;tag=sm0fe-20&amp;linkId=CYQVBFGWFDV4OHZT">Haunted Empire: Apple After Steve Jobs</a>. She conducted more than 200 interviews in the two years she spent researching the narrative. She even went to visit Cook&rsquo;s hometown. Yet she says the man is still a mystery to her. &ldquo;People who have worked side by side with him for years&mdash;over a decade&mdash;don&rsquo;t feel like they know him,&rdquo; Kane says. &ldquo;He&rsquo;s cordial, polite and respectful when you meet him. But nobody seems to know who he is.&rdquo;He wakes each day at 3:45 a.m. He&rsquo;s an avid cyclist and rock climber. He powers through the day with protein bars and Mountain Dew. On the walls of his office, he has photos of <a href="https://successcom.wpenginepowered.com/article/profiles-in-greatness-the-kennedy-legacy" target="_blank" title="Profiles in Greatness: The Kennedy Legacy | SUCCESS.com" rel="noopener noreferrer">Robert F. Kennedy</a> and <a href="https://successcom.wpenginepowered.com/article/profiles-in-greatness-martin-luther-king-jr" target="_blank" title="Profiles in Greatness - Martin Luther King Jr. | SUCCESS.com" rel="noopener noreferrer">Martin Luther King Jr.</a>&mdash;men who sacrificed their lives for the greater good.Beyond that, Cook has divulged very little. Unlike those two civil rights giants, he prefers to lead not with words, but with actions. When all is said and done, he holds himself to a higher standard than the one he creates for his employees. Among Cook&rsquo;s most cherished quotes is this John F. Kennedy favorite: &ldquo;For of those to whom much is given, much is required.&rdquo;&nbsp;What&rsquo;s Tim Cook the CEO like?It&rsquo;s hard to say.He has revealed so little about himself in his (as of Nov. 1) 54 years of life that most people, beyond his parents and presumably his brothers, have no idea what to make of him. Cook lives on his own, vacations on his own and rarely ventures beyond the Apple campus with his colleagues. As far as his office mates know, he has no close friends. In a company known for ruthlessly guarding its secrets, Cook stands out for being exceedingly guarded.In recent months, however, he has begun to offer clues about his management philosophy and plans. In public statements, he has stressed the importance of hard work, preparation and focus, saying, &ldquo;You can only do so many things great, and you should cast aside everything else.&rdquo; Cook also talks of doing what&rsquo;s right instead of what&rsquo;s merely profitable. &ldquo;Even though I&rsquo;m an engineer and an analytical person at heart, the most important decisions I made had nothing to do with that,&rdquo; he told students at Duke&rsquo;s Fuqua Business School in the spring of 2013. &ldquo;They were always based on intuition.&rdquo;Cook seems to understand that people are now looking to him for the vision so skillfully provided by Jobs. And, truth be told, he speaks with passion and eloquence about the culture of excellence he inherited. &ldquo;I found at Apple a company that deeply believed in advancing humanity through its products and through the equality of all of its employees,&rdquo; he noted in his U.N. speech.In the early days of his tenure as CEO, back when Jobs&rsquo; passing was still fresh in everyone&rsquo;s minds, Cook took pains to forge a peace with the company&rsquo;s investors and employees. He bought back $90&nbsp;billion worth of stock and started paying quarterly dividends. He promoted one of Jobs&rsquo; loyal lieutenants, the highly popular Internet services manager Eddy Cue, to senior vice president. He agreed to match the charitable contributions of Apple&rsquo;s staff members. And he ventured down to the cafeteria at lunchtime to meet and talk with his co-workers&mdash;as opposed to Jobs, who dined with Ive almost every day.Unlike Jobs, Cook cheerfully shares the spotlight with Ive and other Apple executives. In an uncharacteristic display of frankness, he has openly expressed his support for environmental issues, immigration reform and gay rights.In the last year, he has begun to unveil his strategy for the company, too. He shored up retail efforts by hiring Burberry CEO Angela Ahrendts as senior vice president of Apple&rsquo;s retail and online stores. He paid $3 billion for the headphones maker Beats, which brought the music-streaming expertise of Dr. Dre and Jimmy Iovine into the Apple fold. And he partnered with IBM to develop a line of business software apps exclusively for iPads and iPhones.When Kane wrote her book, the soft-spoken CEO was essentially serving as the keeper of the flame. &ldquo;He was caught in the middle, in a no man&rsquo;s land, where he was expected to do what he thought was right but also preserve Steve&rsquo;s legacy,&rdquo; she says. &ldquo;And he was literally haunted by Steve&rsquo;s ghost, I think. But the last couple of months, it&rsquo;s been interesting because he started making moves that Steve would not have&mdash;in any universe. He&rsquo;s finally being the best Tim Cook he can be.&rdquo;In essence, the moves he&rsquo;s made are purely strategic, the sort of chess plays that Jobs had little patience for. What remains to be seen is whether Cook can bring the sizzle, the epic product launches that made Jobs an icon for the ages. Cook insists Apple&rsquo;s pixie dust never sprang from the hand of one man. It came instead from the creative spirit woven into the company&rsquo;s DNA. It was a byproduct of the intricate dance between the members of Apple&rsquo;s hardware, software and services teams. &ldquo;The magic happens where those three come together,&rdquo; he once said. &ldquo;So it&rsquo;s unlikely that somebody that&rsquo;s focused on one of those things in and of itself can come up with magic.&rdquo;For what it&rsquo;s worth, Ive backs up that claim. &ldquo;Innovation at Apple has always been a team game,&rdquo; <a href="https://bits.blogs.nytimes.com/2014/06/16/jonathan-ive-on-apples-design-process-and-product-philosophy/?_php=true&amp;_type=blogs&amp;_r=0" target="_blank" title="Jonathan Ive on Apple's Design Process and Product Philosophy | NYTimes.com" rel="noopener noreferrer">he told The New York Times</a> in June. &ldquo;It has always been a case where you have a number of small groups working together.&ldquo;Steve established a set of values, and he established preoccupations and tones that are completely enduring&mdash;and he established those principles with a small team of people,&rdquo; Ive added. &ldquo;I&rsquo;ve been ridiculously lucky to be part of it. But Tim was very much part of that team.&rdquo;Ultimately, though, the furor won&rsquo;t die down until Apple comes out with another life-changing product, until it transforms, say, the television experience the way it has transformed the personal computer, the music player and the cellphone. The company appears to be working on a smartwatch&mdash;one outfitted with sensors to monitor your fitness and health&mdash;but it&rsquo;s hard to imagine that the device would have such a sweeping impact. Then again, who but Jobs &amp; Co. could have predicted the popularity of the iPad?<a href="https://successcom.wpenginepowered.com/article/5-ways-tim-cook-is-better-than-steve-jobs" target="_self" title="5 Ways Tim Cook Is Better Than Steve Jobs | SUCCESS.com" rel="noopener noreferrer">Find out 5 ways Tim Cook is better than Steve Jobs.</a>

On paper, it made no sense&mdash;not for a guy like Tim Cook. An industrial engineer by training, he&rsquo;s notoriously analytical. If given the choice,

On paper, it made no sense&mdash;not for a guy like Tim Cook. An industrial engineer by training, he&rsquo;s notoriously analytical. If given the choice, | SUCCESS

A Peek into the Life of Tim Cook, the Most Private CEO Ever

A Peek into the Life of Tim Cook, the Most Private CEO Ever | SUCCESS

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Ray Kurzweil is not big on small talk. At 3:30 on a glorious early summer afternoon, the kind that inspires idle daydreams, he strides into a

Ray Kurzweil is not big on small talk. At 3:30 on a glorious early summer afternoon, the kind that inspires idle daydreams, he strides into a | SUCCESS

Ray Kurzweil: The Exponential Mind

Ray Kurzweil: The Exponential Mind | SUCCESS

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Some of the world&rsquo;s most promising innovators share their secrets to creating improvements to our world&mdash;to being change-makers. These are their tips:Lead the Way &ldquo;A leader anticipates and prepares for change,&rdquo; says the innovator behind the <a href="https://www.amazon.com/gp/product/B006QF3TW4/ref=as_li_tl?ie=UTF8&amp;camp=1789&amp;creative=390957&amp;creativeASIN=B006QF3TW4&amp;linkCode=as2&amp;tag=sm0fe-20&amp;linkId=U746LAPJ6PKA2MPN">LifeStraw</a> water filter, Mikkel Vestergaard Frandsen. That means staying abreast of technology, responding to issues that may present problems and adopting new strategies to adapt to market changes ahead of everyone else. Think Big &ldquo;Fortune does favor the bold, and you&rsquo;ll never know what you&rsquo;re capable of if you don&rsquo;t try,&rdquo; says <a href="https://successcom.wpenginepowered.com/article/sheryl-sandberg-women-at-the-top" target="_blank" title="Sheryl Sandberg: Women at the Top | SUCCESS.com" rel="noopener noreferrer">Sheryl Sandberg</a>. As the Facebook COO discovered, that often involves putting yourself in unfamiliar situations and rating opportunity and self-education ahead of security. &ldquo;If you&rsquo;re offered a seat on a rocket ship, don&rsquo;t ask what seat,&rdquo; she adds. &ldquo;Just get on!&rdquo; Ignore Convention &ldquo;Don&rsquo;t be afraid to change the model,&rdquo; says Reed Hastings. The CEO was roundly criticized for rushing to change Netflix&rsquo;s business strategy in 2011, but his instincts were spot-on. Video streaming is the future, and his company is now a global leader in providing it. Facebook CEO <a href="https://successcom.wpenginepowered.com/article/the-facebook-age-mark-zuckerberg" target="_blank" title="The Facebook Age: Mark Zuckerberg | SUCCESS.com" rel="noopener noreferrer">Mark Zuckerberg</a> would no doubt approve. His advice?Move fast and break things. Sweep &rsquo;Em Off Their Feet &ldquo;Build something 100 people love,&rdquo; says Airbnb&rsquo;s <a href="https://successcom.wpenginepowered.com/article/21-success-mavericks" target="_blank" title="21 SUCCESS Mavericks | SUCCESS.com" rel="noopener noreferrer">Brian Chesky</a>. &ldquo;Not something 1 million people kind of like.&rdquo; Real change only works if people follow your lead&mdash;and for that you need passionate fans. Believe in Yourself The best ideas often defy imagination. &ldquo;If you don&rsquo;t believe it, no one else is going to believe it,&rdquo; says VICE&rsquo;s Shane Smith. &ldquo;But if you believe it and keep saying it, then slowly one person will believe you, then two, then three, then four&hellip;.&rdquo; Once they come around, you look like a genius. Rethink the Way You Keep Score &ldquo;Doing good is good business,&rdquo; says Andrew Hewitt. On his website <a href="https://gamechangers500.com/about-us/" target="_blank" title="About us | GameChangers500.com" rel="noopener noreferrer">GameChangers500.com</a>, the business consultant argues that companies that strive to make the world a better place are more attractive to consumers than companies that simply chase profits. The best way to make the shift, he says, is to adopt new metrics: Start measuring your impact, not just your revenue.<a href="https://successcom.wpenginepowered.com/article/9-visionaries-shaping-the-future" target="_self" title="9 Visionaries Shaping the Future | SUCCESS.com" rel="noopener noreferrer">Learn about nine visionaries who are shaping our future through their innovation and leadership.</a>

Some of the world&rsquo;s most promising innovators share their secrets to creating improvements to our world&mdash;to being change-makers. These are

Some of the world&rsquo;s most promising innovators share their secrets to creating improvements to our world&mdash;to being change-makers. These are | SUCCESS

6 Insights on How to Be a Change-Maker

6 Insights on How to Be a Change-Maker | SUCCESS

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<h3>The Future of Fashion</h3><a href="https://successcom.wpenginepowered.com/article/from-bill-gates-to-tony-hsieh-19-seers-shaping-the-world" target="_blank" title="From Bill Gates to Tony Hsieh: 19 Seers Shaping the World | SUCCESS.com" rel="noopener noreferrer">Jenna Lyons</a> / President, J. Crew She hates the word tastemaker. Hates it. And yet, she is, without question, one of the most influential arbiters of style in America today. In the 11 years since CEO Mickey Drexler gave her the freedom to chart a new course for the struggling fashion brand, Lyons has not only revived the company, but also entranced the nation with her high-low sense of style. Michelle Obama wears her clothes. The Obama daughters, too. Millions of others&mdash;girls and women, men and boys&mdash;take their cues from her &ldquo;picks&rdquo; in J. Crew&rsquo;s catalogs and the tips she serves up to the editors of Vogue and GQ. It seems she has this mythical ability to know what we want and can coax it out of her company&rsquo;s designers&mdash;which is why she appeared last year on Time magazine&rsquo;s list of the <a href="https://time100.time.com/2013/04/18/time-100/slide/jenna-lyons/" target="_blank" title="Jenna Lyons | TIME 100 | Time.com" rel="noopener noreferrer">100 most influential people in the world</a>.<h3>The Future of Manufacturing</h3>Bre Pettis / CEO, MakerBot Pettis hopes to do for would-be inventors what desktop publishing has done for aspiring writers, filmmakers and musicians. He wants to put the power of digital design and manufacturing in the hands of ordinary people. So the former art teacher and lifelong tinkerer has taken a technology once reserved for industrial operations&mdash;people with multimillion-dollar R&amp;D labs&mdash;and wrestled it into a microwave-sized 3-D printer priced at $2,200. To the delight of many, he unveiled the prototype at the 2009 <a href="https://successcom.wpenginepowered.com/article/six-insights-from-sxsw-2013" target="_blank" title="Six Insights from SXSW 2013 | SUCCESS.com" rel="noopener noreferrer">SXSW</a> festival by printing plastic shot glasses. Today, Pettis&rsquo;s printers&mdash;housed in bodies made from laser-cut plywood&mdash;can be found in thousands of homes and offices nationwide. They are used by elementary school students and NASA engineers alike. The 3-D printer pioneer Stratasys was so inspired by Pettis&rsquo;s vision, it purchased his company for $403 million.<h3>The Future of Womanhood</h3><a href="https://successcom.wpenginepowered.com/article/our-runners-up-for-2013-success-achiever-of-the-year" target="_blank" title="Our Runners-Up for 2013 SUCCESS Achiever of the Year | SUCCESS.com" rel="noopener noreferrer">Sheryl Sandberg</a> / COO, Facebook With an inspiring <a href="https://www.ted.com/talks/sheryl_sandberg_why_we_have_too_few_women_leaders" target="_blank" title="Sheryl Sandberg: Why we have too few women leaders | TED.com" rel="noopener noreferrer">TED Talk</a> and the best-selling book <a href="https://www.amazon.com/gp/product/0385349947/ref=as_li_tl?ie=UTF8&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0385349947&amp;linkCode=as2&amp;tag=sm0fe-20&amp;linkId=2UTM7RPA3WV2PA5Z">Lean In</a>, Sandberg has set out to resolve the striking imbalance between women and men in leadership roles by challenging her peers to ignore society&rsquo;s shortcomings and focus instead on what can be done to reach their goals. Her movement has gained steam through Sandberg&rsquo;s practical advice for women in pursuit of any goal&mdash;namely that no one can have it all, but it is possible to balance a career and a family by determining and following priorities. How did she develop such bold notions? By working side by side with the best and the brightest at Harvard, the White House, Google and Facebook.<h3>The Future of Entertainment</h3>Reed Hastings / CEO, Netflix Hastings served notice when he started buying original programming, investing untold millions in <a href="https://www.amazon.com/gp/product/B00BC5I6Q2/ref=as_li_tl?ie=UTF8&amp;camp=1789&amp;creative=390957&amp;creativeASIN=B00BC5I6Q2&amp;linkCode=as2&amp;tag=sm0fe-20&amp;linkId=E2GUQUBBBDRQOMLR">House of Cards</a>, <a href="https://www.amazon.com/gp/product/B00EPH8S58/ref=as_li_tl?ie=UTF8&amp;camp=1789&amp;creative=390957&amp;creativeASIN=B00EPH8S58&amp;linkCode=as2&amp;tag=sm0fe-20&amp;linkId=VMSYNX24YON462TS">Arrested Development</a><img alt="" border="0" height="1" src="https://ir-na.amazon-adsystem.com/e/ir?t=sm0fe-20&amp;l=as2&amp;o=1&amp;a=B00EPH8S58" style="border:none !important; margin:0px !important;" width="1" /> and <a href="https://www.amazon.com/gp/product/B00HW3EXCE/ref=as_li_tl?ie=UTF8&amp;camp=1789&amp;creative=390957&amp;creativeASIN=B00HW3EXCE&amp;linkCode=as2&amp;tag=sm0fe-20&amp;linkId=POTVRXNM52QF5NFB">Orange Is the New Black</a><img alt="" border="0" height="1" src="https://ir-na.amazon-adsystem.com/e/ir?t=sm0fe-20&amp;l=as2&amp;o=1&amp;a=B00HW3EXCE" style="border:none !important; margin:0px !important;" width="1" />. When those shows earned 14 Emmy nominations a year ago, people started comparing Netflix to HBO. But Hastings isn&rsquo;t gunning for the cable giant; he wants to dethrone the whole TV industry. And he wants to do it by giving viewers the option to watch what they want, when they want, where they want. He must be onto something, too. Because David Fincher, the director of <a href="https://www.amazon.com/gp/product/B00BC5I6Q2/ref=as_li_tl?ie=UTF8&amp;camp=1789&amp;creative=390957&amp;creativeASIN=B00BC5I6Q2&amp;linkCode=as2&amp;tag=sm0fe-20&amp;linkId=E2GUQUBBBDRQOMLR">House of Cards</a>, won one of those Emmys. And Netflix now commands one-third of all Internet traffic during weeknight prime-time hours.<h3>The Future of Transportation</h3>Travis Kalanick / CEO, Uber This hard-charging CEO has provided a much-needed answer to the nation&rsquo;s spectacularly inefficient taxicab industry. With <a href="https://www.uber.com/" target="_blank" title="Uber.com" rel="noopener noreferrer">Uber&rsquo;s app</a>, he lets passengers summon rides in a flash from people with stylish cars, allowing customers to choose the chariot they want at the price they prefer. Best of all, he has brazenly ignored the old guard&rsquo;s cease-and-desist letters.<h3>The Future of Health</h3><a href="https://www.ted.com/talks/jack_andraka_a_promising_test_for_pancreatic_cancer_from_a_teenager" target="_blank" title="Jack Andraka: A promising test for pancreatic cancer ... from a teenager | TED.com" rel="noopener noreferrer">Jack Andraka</a> / Scientist and Inventor While peers in freshman biology were studying antibodies, Andraka came up with a test that may dramatically improve the screening process for pancreatic cancer, a disease so lethal that only 6 percent of its victims reach the five-year survival mark. With a drop of blood in a dipstick probe, Andraka&rsquo;s device can quickly and accurately detect heightened levels of mesothelin, a protein that indicates the presence of a tumor. While it&rsquo;s true the method has yet to receive FDA approval, how many other kids can say they earned their first patent before they graduated from high school?<h3>The Future of Hospitality</h3><a href="https://successcom.wpenginepowered.com/article/21-success-mavericks" target="_blank" title="21 SUCCESS Mavericks | SUCCESS.com" rel="noopener noreferrer">Brian Chesky</a> / CEO, Airbnb In 2007, Chesky and his roommate needed help with the rent, so they invited a few out-of-towners to crash on the floor of their San Francisco apartment. Just like that, they hit on the idea for <a href="https://www.airbnb.com/about/about-us" target="_blank" title="About Us | Airbnb.com" rel="noopener noreferrer">Airbnb</a>, opening the door for people worldwide to make a little extra money online by renting out their sofas, their guest rooms, even their entire castles. By year&rsquo;s end, the site will be booking more stays than the Hilton and InterContinental hotel chains, Chesky says. What&rsquo;s more, it has spawned dozens of other &ldquo;sharing&rdquo; services, generating nearly $3.5 billion a year.<h3>The Future of Muckraking</h3>Shane Smith / CEO, VICE While the nation&rsquo;s media titans waited to see the future unfold, Smith took a government-funded print magazine&mdash;the Voice of Montreal&mdash;and turned it into <a href="https://www.vice.com/en_us" target="_blank" title="VICE.com/en_us" rel="noopener noreferrer">VICE</a>, a digital empire complete with an HBO series, YouTube channels, online documentaries, a book imprint, ad agency, live events and music. Unlike his peers, he now has bureaus in 35 countries and content partnerships with CNN and Intel&mdash;not to mention $70 million in investment capital from Rupert Murdoch. Smith achieved all this by courting millennials&mdash;particularly men age 18 to 34&mdash;with fearless reporting and edgy stories about world politics, travel, sex and drugs. When basketball star Dennis Rodman went to North Korea to visit brutal dictator Kim Jong-un, VICE reporters were at his side. When software millionaire John McAfee disappeared to escape a murder investigation in Belize, they were with him, too. That explains why Smith&rsquo;s company is now valued at $1.4 billion and why it&rsquo;s still growing.<h3>The Future of the Third World</h3>Mikkel Vestergaard Frandsen / CEO, Vestergaard Frandsen As this bold-thinking humanitarian has proven time and again, goodwill can be very good for business. After an eye-opening trip to Africa in the early 1990s, he returned home to Denmark and transformed the family textile business into a suite of life-saving products. He started with low-cost blankets made from surplus wool and moved on to mosquito nets laced with insecticide. But his greatest innovation may be the <a href="https://www.amazon.com/gp/product/B006QF3TW4/ref=as_li_tl?ie=UTF8&amp;camp=1789&amp;creative=390957&amp;creativeASIN=B006QF3TW4&amp;linkCode=as2&amp;tag=sm0fe-20&amp;linkId=EJG35SXBZX3FO2JQ">LifeStraw</a>, a $19.95 device that filters pathogens from untreated drinking water&mdash;a hazard that kills close to 6,000 people a day. That explains why the Red Cross and the United Nations Children&rsquo;s Fund are among his top clients.

The Future of FashionJenna Lyons / President, J. CrewShe hates the word tastemaker. Hates it. And yet, she is, without question, one of the most

The Future of FashionJenna Lyons / President, J. CrewShe hates the word tastemaker. Hates it. And yet, she is, without question, one of the most | SUCCESS

9 Visionaries Shaping the Future

9 Visionaries Shaping the Future | SUCCESS

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It was 11:52 p.m. on Dec. 22&mdash;the final frantic stretch of the 2012 holiday shopping season&mdash;when the one-day shipping order rolled into the

It was 11:52 p.m. on Dec. 22&mdash;the final frantic stretch of the 2012 holiday shopping season&mdash;when the one-day shipping order rolled into the | SUCCESS

2013 SUCCESS Achiever of the Year: Jeff Bezos

2013 SUCCESS Achiever of the Year: Jeff Bezos | SUCCESS

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business owner working on repairing damaged brand image online

However your brand's image was damaged, here's what you need to know about repairing it, with example from real-life situations.

However your brand's image was damaged, here's what you need to know about repairing it, with example from real-life situations. | SUCCESS

How Two Companies Handled Repairing Their Damaged Brand Image

How Two Companies Handled Damaged Brand Image | SUCCESS

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